Presentation is loading. Please wait.

Presentation is loading. Please wait.


Similar presentations

Presentation on theme: "Welcome."— Presentation transcript:

1 Welcome

2 Chartered Institute of Personnel and Development

3 HR strategies for change A workshop on the human resource aspects of managing change and building organisation effectiveness Jim Cannon and Roger Niven

4 The reconnaissance visit
Many issues identified as important Evaluation and assessment Performance management and rewards Employee development HR planning, utilisation and development Retention Selection What next for FIST

5 What are the HR problems we face?

6 The Development of Strategic Thought
After Arto Lahti

7 Michael Porter - Forces Driving Industry Competition
Potential Entrants Suppliers Industry Competition Customers Substitutes

8 McKinsey’s 7- S - Model Shared Values Structure Strategy Skills
Systems Staff Style

9 Total business system to deliver value to customers
Technology Operational excellence Product leadership Customer intimacy Business Processes Organisation Culture Management systems Treacy and Wiersema

10 An illustration of technical and adaptive work
Fosbery Flop Straddle Height of high jump Western Roll Scissors Years From Richard Pascale

11 The need to involve people
After Rosabeth Moss Kanter Only a few can choose Influence A wider range of experiments and prototypes An infinite number of very small scale improvements

12 “Management’s mandate is to minimise risk and to keep the current system operating. Change, by definition, requires creating a new system, which in turn always demands leadership”. John P Kotter

13 Leaders and strategy “I agree … strategy ‘emerges’ … but we are not helpless. Strategy does not simple emerge … it is emergent. By creating the right set of preconditions one can provoke emergence.” “Too often we work on ‘the strategy’, rather than the preconditions that could lead to strategic innovation.” Gary Hamel

14 Improving business results through people
Strategy People Requirements Employee Needs Customer Satisfaction Human Resource Strategy: Employment Relationship Employee Satisfaction Human Resources Practices, Policies, Programmes

15 HR roles in building a competitive organisation
Strategic Focus Management of Strategic Human resources - aligning HR and business strategy by organisational diagnosis Management of transformation- renewing the organisation People Processes Management of infrastructure - processes to deliver services Management of employee contribution - listening and responding Operational Focus Source: Ulrich and Conner

16 Managing change

17 Exercise: Reactions to change
Think of a major change in your life: What were the different reactions you experienced? What helped and hindered you come to terms with the change? If it happened again, how would you handle it differently?

18 A spectrum of reactions
Active resistance Passive resistance Indifference Acceptance Enthusiasm Protests “Work to rule” Apathy Reactive Loss of interest Co-operation under pressure Supportive Energy Ideas Slow down Intentional errors 4.11

19 Complex forces of change
Restraining forces Driving forces Forces come from: outside the organisation itself internal groups individuals Lewin 4.7

20 Individual responses to a new reality :
The Transition Curve HIGH 7.Consolidating Clear insight into new reality. Consolidation of new behaviours. 6. Developing Search for clarity. Developing effective ways to respond to new reality. 2. Rejection Rejection of new reality. Defence of existing initiatives. Detail of problems. False sense of competence re-established. PERCEIVED COMPETENCE 3. Uncertainty Sense of anxiety/incompetence. Frustration. Uncertainty about how to deal with new reality. 5.Exploring Testing new behaviours, new approaches. Lots of energy, anger and frustration. Beginning to deal with new reality. 1. Surprise Immobilisation. Shock, surprise or anger at mismatch between high expectations of performance and the new reality. 4. Acceptance Acceptance of new reality.‘Letting go’ of the past. Attitudes and behaviours re-examined. TIME LOW

21 Case study

22 The Levers of Change Self awareness (Do I understand what I need
to do differently?) Will (Do I want to change?) Competence (Am I able to change?) Conscience (Is the change congruent with my beliefs?) Pleasure / Fear consequences (Will I benefit or suffer?) Vision (Is this change in line with I want for the future?)

23 The stages of change (J Kotter)
Establish a sense of urgency Create a guiding coalition Develop a vision and a strategy Communicate the new vision Empower employees with broad based action Generate short term wins Consolidate early gains but push on for more change Anchor new changes in the culture

24 Activities for successful change management
Avoid over-organising Provide help and support Communicate like never before Managing Ensure early change involvement work at gaining Commitment Turn perceptions of threats into opportunities

25 ‘Crazy time’ Old New ways ways of of doing doing
things crazy time things Start of change ‘end’ of change

26 When to change? “The second curve” Relative performance Extra work
Uncertainty Fight for resources Time 4.9 Handy

27 Who helps and hinders change?
Seniority Low Influence on change High

28 Looking for the positives in any change
‘I learnt something’ ‘I won’t make the same mistake again’ ‘I was more fortunate than some’ ‘Today is the first day of the rest of my life – I can choose to let the past go’ ‘I cannot change history, but I can steer a different path into the future’

29 Group discussion What change strategies have worked successfully for organisations represented here today?

30 Human Resource Planning and Career Development

31 The Developing HR Model?
PRIMARY EMPLOYEES - key skills - shared values - commitment SECONDARY EMPLOYEES support skills short-term TEMPORARY EMPLOYEES Agency Sub Bought-in Staff consultants contractors services

32 Structure of a credit card company. A division of a bank
Management % Middle level staff Junior staff Agency Total Source: Published accounts Barclaycard. Note the large agency staff. Promotion rate to management is about 7:1

33 Constructing a Human Resource Plan
Corporate plans/ objectives + Sales / Output Forecasts feedback & review - changes in utilisation - changes in demand H.R. DEMAND SCHEDULE quality & quantity H.R. PLAN Recruitment (input) Training & Retraining (change) Retirements / Dismissals (output) feedback & review - external labour supply - changes in wastage rates H.R. SUPPLY SCHEDULE quantity & quality Analysis of existing H.Resources Wastage Forecasts +

34 What are the drivers of staff numbers in your business?
Staff Categories Key Drivers Notes: 2.9


36 Productivity measures
Activity Output/ person (What drives activity?) Value Cost or Revenue/person cost Opportunity Maximum value produced/hour – actual value produced/hour Note: Consider the effect, attendance and efficiency

37 Productivity improvement
Job analysis ‘Bottlenecking’ Benchmarking Suggestion schemes (staff and customers) Trend analysis Zero based budgeting

38 Using activity analysis in the European Commission – a case study
Question posed: How many career counsellors were required? Model created to structure assumptions and see the impact of changed circumstances. Set agenda to track actual effectiveness and to clarify more realistic assumptions.

39 European Commission – a case study

40 Scenario planning Key Steps: determine scope and timeframe of project
identify current assumptions and mind-set of decision makers create alternative, plausible scenarios of how future may evolve, identifying key assumptions and decision points consider drivers of each scenario

41 Scenario planning cont’d...
test impact of key variables in each scenario develop action plans based upon: the most robust solutions across all scenarios strategies that leave options open until most-likely scenario is clear critical decisions affecting most desirable outcome

42 Scenario planning Today Future Project plan Future scenario A
Today’s Environment Future scenario B Future scenario C Project plan Date /9 6/9 1/9 6/9 1/9 6/9 1/9 6/9 Project 1 Project 2 Scenario A or B Scenario A Project Scenario B Project Scenario C Signposts Decision Points

43 The Texology call centre
an case study on planning Review the notes and information supplied. In groups, consider the questions asked.

44 Career Development

45 Career Development Planning
assessing skills & competencies performance management processes psychometrics 360° feedback assessment / development centres career counselling re-training job changes secondment

46 Career review 1. Personal stock take
State: experiences, interests, abilities, motivation Explore: feelings, e.g. boredom, no challenge, outdated skills Consider: strengths, abilities, likes personal qualities 2. Personal requirements for the future are skills being properly utilised where might they be better employed is job enhancement a possibility?

47 3. Consider alternatives
in company - different departments spare time occupation other companies in same sector change of occupation analysis of the market place 4. Plan of action new horizons job search strategy skills update self - marketing


49 What do I want to do? Same work Different work New sector Same sector
Moderate risk Research? Low risk Job seeking? Same work High risk Long term? Moderate risk Retraining? Different work New sector Same sector

50 Tools for improving utilisation
Competency framework Skills transition matrix Succession planning Human Resource Plan template See Jeronimo Martins competency framework Charterhouse skills matrix Unilever template

51 Skill Transition Matrix
Into Job A Into Job B Into Job C Entry Level Basic requirements; Qualifications, experience, competencies (% who will remain in 1 year, 3 years) Ongoing training to Additional skills, From Job A maintain competencies. satisfactory Time to retrain, performance (% likely to do job) From Job B Additional skills, competencies. Time to retrain, (% likely to do job)

52 Succession Planning Chart

53 Succession Planning - Ratings
Performance Rating: A - ‘exceeds expectations’ B - C - ‘satisfactory performance’ D - E - ‘unsatisfactory performance’ Promotability Rating: 1 - ready now 2 - likely to be ready during next 24 months 3 - not ready for promotion

54 Career Development Records
Minimum information required: 1. name & present position 2. date assigned to current job 3. latest performance rating 4. Promotability rating 5. target date for expected move 6. actions required to prepare for (5) plus record of training / development actions

55 Career & Succession Planning Problems And Issues
the ‘Prince’ and the ‘Pauper’ people are unpredictable planning and the forced choice planning and the self-fulfilling prophecy prediction in a world of change performance v potential expectation and ambitions ‘as is our confidence so is our capacity’ opportunity and its prediction the politics of judgement potential for what, in growth and decline

56 What should follow the FIST programme for FIST participants?

57 Company groups Review the work we have done today
Identify any aspects that may be applicable to you Discuss any actions you need to take to introduce these ideas What further do you need to know from the tutors and others to take these ideas further.

58 Welcome to day 2 What were the key points for you from yesterday
Any queries and questions?

59 Performance management

60 How do we get people to perform?
Situation Performance

61 How do we get people to perform?
Situation Vision Behaviour Culture Mission and goals Group feeling Policies Strategy Structure Needs Procedures Skills Freedom Performance

62 Balanced scorecard an example from an international bank
Financial Maximise SVA over time Clients Market leadership Product excellence Outstanding customer service Processes World class efficient processes Strong preventative and detective controls Key performance indicators Innovation and continuous improvement Vision and Strategy People Strong leadership team High quality people at all levels Diversity, fairness and opportunity Commitment to employee success

63 Measures Financial – share price, Price/ earnings, ROCE
Clients – Market share, product comparisons in focus groups, service failures, customer surveys Processes – Benchmark comparisons, mistakes, performance against Key Performance Indicators People – Absence, turnover, attitude surveys, upward feedback

64 Case study

65 Assessment and Selection

66 A model of good selection
Define the job to be done – the job description Specify the ideal candidate – the person specification Technical experience and knowledge Behavioural criteria Define the selection method Attract suitable candidates Assess Attract, appoint and induct

67 Selection methods Application form Interview Competency based
Panel interview Tests Group discussion Report / presentation Assessment centres Tests can be of knowledge (typical professional exam), situational (What would you do if..) Assessment centres combine tests, interviews, in basket ( inbox), panel discussion

68 Assessment – a banking example
Exceeded performance standard 29.3% Met standard Failed Source: Monthly HR statistics

69 Retention

70 Controlling Labour Turnover
expect labour wastage reduce its impact be competitive in labour market emphasise areas of satisfaction reduce areas of dissatisfaction analyse reasons for turnover use feedback to change management systems / practices

71 Some Factors Affecting the Decision to Leave
Reference group behavior. Value system, performance feedback. Pay structure. Chances of promotion expectations, knowledge of other opportunities. Temporarily committed Reason for joining Age, grade, length of service, skill type; level Needs and satisfaction = Need contribution balance Individual joins Un- decided More permanent committed Male/Female marital status Decision to leave Critical factor ‘Last Straw’ External labour market Ill health & death retirement financial inducement Termination

72 Employer Influence On Labour Turnover
most firms are ACTUALLY here but…. THINK they are here high Internal labour market causes EMPLOYER INFLUENCE External labour market causes low Bevan 1988

73 Tactics for Reducing Turnover
be the best in town work hard at labour retention pilot schemes establish positive role models research where staff come from allocate v select/reject train and retrain restructure work career pathing


75 Employee development

76 Training needs analysis
Desired performance minus Actual performance Gap Training need Non-training need

77 Non-training factors affecting behaviour / performance
Organisation Personnel practices Job design Supervision Environment Information systems Non-work problems and worries For example Organisation. E.g. where work is not organised in an efficient manner, does not flow in a logical sequence from one job to another, unclear responsibilities. Personnel practices e.g. unfair pay systems, unnecessary rules and restrictions on freedom to act Job design e.g. too much to be done in the time available Supervision e.g. poor motivational approach – instils defensive behaviour through fear Environment e.g. inefficient equipment, layout of work place, too hot /too cold Information systems e.g. insufficient, inaccurate or out of date data. Non work problems e.g. divorce

78 Some current ideas Leadership is for all Skills, behaviours, beliefs
Leadership is about: Behaviour Coaching Emphasis on vision and values Reading situations Mentoring Self-awareness 360 feedback Choices Management of time and attention Sartre – we create our values through the choices we make. Walk the talk. Mandela, Ghandi Who are the leaders? - everyone

79 Strategies for matching how we learn to needs at different levels
Activist Theorist Reflector Pragmatist Organisation Events Presentations Visibility of Practical support Conferences on strategy senior managers Team Team problem Goal setting Observe experts Able to experiment solving Individual Learn by doing ‘why do I need to Coach/mentor flexibility to find know that or do it?’ the best way for me NWW – annual company conference- participation about the strategy and opportunities to quiz senior managers

80 Company groups Review the work we have done today
Identify any aspects that may be applicable to you Discuss any actions you need to take to introduce these ideas What further do you need to know from the tutors and others to take these ideas further.

81 Roger Niven and Jim Cannon
Thank you for coming Roger Niven and Jim Cannon

Download ppt "Welcome."

Similar presentations

Ads by Google